This paper takes an integrative approach towards dialectics and social movement theories in a model of regional industry emergence processes. Based on an inductive qualitative investigation we describe how a new industry emerges in a declining and peripheral region dominated by struggling and traditional local industry. The emanating model of regional industry emergence is based on four main processes; framing processes, movement mobilisation processes, inter-industry relational processes and dialectical processes, which together shape the emerging regional industry. This exemplifies how new regional industry mobilisation efforts provide an ‘anti-thesis' to traditional industry, and how established industry actors respond with contestation to protect their business concepts. Furthermore we illustrate how new industry actors reframe their concepts to complement dominating traditional industry and to overcome tensions and conflicts. Following dialectic interaction between new and traditional industry we noticed signs of acceptance and synthesis between the newly formed and old industry actors; ultimately resulting in a revitalisation of the region's traditional industry. As such, the paper makes a point of accounting for agency and productive conflict when understanding regional industry renewal and emergence.

This paper contributes to the literature on the political role and responsibilities of corporations. Following Deetz's (1995) critical reading of stakeholder management and a critical methodology, the paper analyses how a large Swedish corporation manages conflicting stakeholder interests and rationales in a multi-stakeholder context. Throughout the case analysis, it is suggested that the corporation reinforces what Deetz (1995) refers to as an information mode, thus effectively hindering it from reaching a communication mode in which more genuine stakeholder dialogues are performed.

The relationship between conformity or divergence in the way CEOs and chief financial officers describe the business concept, and profitability, was studied in 20 firms in one industry. Measures were obtained for firm size, profitability, degree of conformity, organizational stability, product development and the CEO's influence on strategic decisions. Controlling for the effect of size, the relationship was analysed in stepwise multiple regression analyses. Conformity was positively correlated to profitability in stable organizations, and (weakly) to divergence in unstable ones. These findings are consistent with those reported in studies of top management team consensus and performance, which suggest that environmental turbulence has a moderating effect on the relationship. It is concluded that environmental contingency factors affect the conformity-profitability relationship by way of organizational processes. Consequently, differences in organizational stability should be taken into account in studying the impact of environmental conditions on this relationship.

In-depth longitudinal studies in medium-sized companies engaged in creating/reformulating their business concepts are reported in this article. Two kinds of information and two types of strategic action are identified. Soft information (images, visions, ideas, etc.) proved most useful in offensive action (expansion) and hard (mainly accounting) information in defensive action (e.g. reduction of capacity/withdrawal from markets). Offensive and defensive strategic action differed in their use of analytical (intellectual) and social processes. Defensive action could be carried out in line with a "classic rational decision model". Offensive measures associated with greater uncertainty were adopted as a result of a time-consuming, strive-for-consensus and test-in-small-steps type of process. In the case of defensive action, uncertainty could be reduced primarily by processing and analysing hard information. In offensive action, uncertainty was mainly reduced by social processes which created consensus, commitment and enthusiasm.

Novak and Gowin's cognitive mapping and Vee diagrams were introduced as a way of representing knowledge in two academic course settings - accounting and business strategy. The students produced two sets of maps and diagrams, one at the start of each course and one after completing them. The accounting course aimed at helping the students to elaborate and expand their knowledge structure, i.e. to assimilate the material delivered. The purpose of the business strategy course was to impose a specific type of knowledge structure on the students. Changes were more evident in the accounting case. The difference is discussed in light of Novak and Gowin's distinction between education and rote learning. Suggestions for the further development and use of cognitive mapping in teaching are provided.

This article describes how smaller and larger firms face difficulties in establishing trust in multipartner alliances. Using survey data from a sample of 141 firms engaged in such alliances, we examine a curvilinear relationship between firm size and trust. Our results suggest an inverted U-shaped relationship between firm size and the degree to which a firm develops trust in partners. We also establish that effort to establish generalized exchanges is important for trust building. Specifically, we notice the inverted U-shape to be particularly prominent among firms that do not make the effort to establish generalized exchanges, which implies that smaller and larger firms depend upon concerted effort to establish generalized exchanges in developing high levels of trust in alliance partners. This has implications for explaining important influences on trust building in social exchange systems.

This paper develops and tests a framework for understanding the performance of small firms operating in highly turbulent environments. Performance is conceptualized as being multidimensional, taking into account both financial and market performance. The purpose was to delineate the importance of CEO characteristics (self-efficacy, tolerance for ambiguity and need for cognition) in relation to some aspects of firm orientation (Market vs. Internal and Planning vs. Implementation). The results showed that CEO characteristics tended to have a considerable impact on firm performance and on firm orientation, while no significant relationship between firm orientation and firm performance was found.

We test a causal model of entrepreneurs' role stressors-role conflict, role ambiguity, and role overload-and their relationships with exhaustion and reduced perceptions of compensation for one's efforts which over time lead to the development of a proclivity for venture withdrawal. Using structural equation modelling and a 2-year longitudinal data set, we find empirical support for the proposed causal model. Overall, the empirical results support the indirect influence of role stressors and highlight the direct effects of enhanced exhaustion and reduced perceptions of compensation for one's efforts on a proclivity for a new venture withdrawal. The paper concludes by proposing implications for theory and further research.